Managing people and organizations:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Boston, Mass.
Harvard Business School Publ.
1992
|
| Schriftenreihe: | The practice of management series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 572 S. graph. Darst. |
| ISBN: | 0875843115 |
Internformat
MARC
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| 245 | 1 | 0 | |a Managing people and organizations |c readings selected by John J. Gabarro |
| 264 | 1 | |a Boston, Mass. |b Harvard Business School Publ. |c 1992 | |
| 300 | |a XVI, 572 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 490 | 0 | |a The practice of management series | |
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| 650 | 4 | |a Gestion | |
| 650 | 7 | |a Gestion |2 ram | |
| 650 | 7 | |a Ressources humaines |2 ram | |
| 650 | 4 | |a Management | |
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Datensatz im Suchindex
| _version_ | 1804124070758842368 |
|---|---|
| adam_text | CONTENTS
Series Preface xv
Introduction John J. Gabarro 1
PART ONE
MANAGING AND LEADING IN ORGANIZATIONS
SECTION A
MANAGING PEOPLE
1 The Manager s Job: Folklore and Fact 13
Henry Mintzberg
Contrasting the myths and the facts of managerial life can help answer the basic question, What
do managers do?
2 Power, Dependence, and Effective Management 33
John P. Kotter
Managers, who are dependent on others, must generate and use power successfully.
vii
viii CONTENTS
3 Management Time: Who s Got the Monkey? 50
William Oncken, )r., and Donald L. Wass
Effective time management can be achieved through the proper balance of responsibilities in the
manager subordinate relationship.
4 The New Managerial Work 57
Rosabeth Moss Kanter
Changes are occurring in two important aspects of managerial work—sources of power and
motivation, as illustrated in the profiles of three managers whose jobs are changing.
5 Managing Without Managers 70
Ricardo Semler
Three key principles of management—work force democracy, profit sharing, and free access to
information—are applied to a thriving company.
SECTION B
LEADING AN ORGANIZATION
6 Managers and Leaders: Are They Different? 85
Abraham Zaleznik
Organizations can foster the development of leaders,whose temperament differs significantly from
that of managers.
7 What Leaders Really Do 102
|ohn P. Kotter
Leadership—coping with change—;s compared with management—coping with complexity.
Organizations can create a culture that promotes leadership.
8 Ways Women Lead 115
Judy B. Rosener
Women s leadership styles differ from those of men in several important elements.
9 How to Choose a Leadership Pattern T26
Robert Tannenbaum and Warren H. Schmidt
Managers must know their oivn strengths and weaknesses as well as the abilities of their
subordinates so that they can choosean appropriate form of leadership.
CONTENTS
10 In Praise of Followers 143
Robert E. Kelley
Followers have a specific rule, and effective and ineffective followers possess certain traits. An
organization can cultivate effective followers using a four step procedure.
PART TWO
MANAGING INDIVIDUALS AND GROUPS
SECTION A
MOTIVATING AND MANAGING INDIVIDUALS
11 One More Time: How Do You
Motivate Employees? 159
Frederick Herzberg
There is a difference between inducements, such as fringe benefits, and genuine motivators, such
as greater responsibility, lob enrichment is vital to effective motivatioti.
12 Pygmalion in Management 179
J. Sterling Livingston
A framework can be used to draw superior performance from employees through the powrr of
expectation. Managers must be sensitive to their own behavior and its impact on subordinates.
13 Making Performance Appraisal Work 195
Michael Beer
Managers and subordinates sometimes have trouble with performance appraisal, but there are
several ways to handle these difficulties.
14 Managing Interpersonal Conflict 213
James Ware and Louis B. Barnes
Interpersonal conflict can be managed in three zvai/s. Several relevant action questions can help
resolve or control conflict.
15 Managing Your Boss 227
John J. Cabarro and John P. Kotter
For greater effectiveness at work, subordinates must manage their relationship with their boss.
This crucial relationship can be developed and maintained in seivral ways.
x CONTENTS
SECTION B
MANAGING GROUP EFFECTIVENESS
16 A Framework for Analyzing Work Groups 241
Michael B. McCaskey
The factors that influence a work group s behavior and performance are group context, design
factors, and group culture.
17 Problem Solving and Conflict Resolution
in Groups 263
James Ware
Several characteristics of managerial groups enhance and detract from their problem solving
effectiveness. Managers can use basic strategies to influence group behavior.
18 Understanding and Influencing Group Process 279
John J. Cabarro and Anne Harlan
There are seven indicators of the effectiveness of a group in accomplishing its formal tasks.
19 How to Run a Meeting 289
James Ware
Managers must know how to prepare for and run a meeting effectively.
20 Managing a Task Force 298
James Ware
Certain insights can help a manager organize and manage a task force from project conception
through completion.
PART THREE
MANAGING ORGANIZATIONAL EFFECTIVENESS
SECTION A
DESIGNING ORGANIZATIONS FOR EFFECTIVENESS
21 Organization Design 313
Jay W. Lorsch
Managers face design issues at two organizational levels: the functional unit and the single
business organization.
CONTENTS xi
22 Organization Design: Fashion or Fit? 332
Henry Mintzberg
An organization s structure can be arranged in five configurations, which serve as an effective
tool in diagnosing organizational problems. A misfit results when an organization s design is no
longer suited to its task.
23 Functional Integration: Getting All the Troops
to Work Together 353
Benson P. Shapiro
Six approaches can be taken to achieve functional integration.
24 Matrix Management: Not a Structure, a Frame of Mind 370
Christopher A. Bartlett and Sumantra Ghoshal
A company can be strategically agile while coordinating complex activities by building a matrix
of corporate values and priorities in managers minds.
25 In Praise of Hierarchy 382
Elliott Jaques
Hierarchy is praiseworthy when it is a design based on accountability and skill, but it can be
misused. There are ways to more properly apply hierarchy to an organization s structure.
SECTION B
MANAGING ORGANIZATIONAL CHANGE
26 Choosing Strategies for Change 395
|ohn P. Kotter and Leonard A. Schlesinger
People resist change for several reasons. A change strategy should be selected and implemented
systematically.
27 Evolution and Revolution as Organizations Grow 410
Larry E. Greiner
An organization s future is determined less by outside forces than by the organization s own
history.
28 Leading Change 424
Michael Beer
Management can channel change when an organization has a vision that it is working toward.
Managers must understand the process, cost, and fears of change.
xjj CONTENTS
29 Speed, Simplicity, Self Confidence: An Interview
with Jack Welch 432
Noel Tichy and Ram Charan
General Electric is changing its corporate culture and the way its employees think through the
innovative tool called Work Out and through the company s own Value Statement.
PART FOUR
MANAGING THE HUMAN RESOURCE
30 Planning with People in Mind 449
D.Quinn Mills
A company must incorporate human resource goals into its long term business planning. A
model process can be used to enhance the company s business goals and marketplace success.
31 Career Systems and Strategic Staffing 464
Jeffrey A. Sonnenfeld and Maury A. Peiperl
Managers should be familiar with career systems and their basic elements. A four cell configura¬
tion of career systems can be used to link staffing policy with business strategy.
32 Reward Systems and the Role of Compensation 474
I Michael Beer and Richard E. Walton
Reward systems, which have various designs, affect employee satisfaction and motivation.
33 From Control to Commitment in the Workplace 487
Richard E.Walton
A manager must understand the two different strategies for managing a work force—the tradi¬
tional control model and the newer commitment approach—as well as the transition between
the two.
34 From Affirmative Action to Affirming Diversity 499
R. Roosevelt Thomas, Jr.
The demographics of the American workforce are changing. Ten guidelines can ensure that this
new diversity is managed successfully.
35 Management Women and the New Facts of Life 516
Felice N. Schwartz
Women cost more to employ than men. Companies can adapt policies and practices to retain
talented women and eliminate the extra cost of employing them.
CONTENTS xi
36 Business and the Facts of Family Life 529
Fran Sussner Rodgers and Charles Rodgers
Businesses will have to make adjustments to accommodate the new realities of family life. There
area number of ways to lessen the conflict between work and family.
37 Beyond Testing: Coping with Drugs at Work 543
James T. Wrich
One approach has proven effective in dealing with the problem of drugs in the workplace.
Index 555
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| illustrated | Illustrated |
| indexdate | 2024-07-09T17:39:49Z |
| institution | BVB |
| isbn | 0875843115 |
| language | English |
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| physical | XVI, 572 S. graph. Darst. |
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| spelling | Managing people and organizations readings selected by John J. Gabarro Boston, Mass. Harvard Business School Publ. 1992 XVI, 572 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier The practice of management series Changement organisationnel ram Gestion Gestion ram Ressources humaines ram Management Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 Gabarro, John J. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006431216&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Managing people and organizations |
| title_auth | Managing people and organizations |
| title_exact_search | Managing people and organizations |
| title_full | Managing people and organizations readings selected by John J. Gabarro |
| title_fullStr | Managing people and organizations readings selected by John J. Gabarro |
| title_full_unstemmed | Managing people and organizations readings selected by John J. Gabarro |
| title_short | Managing people and organizations |
| title_sort | managing people and organizations |
| topic | Changement organisationnel ram Gestion Gestion ram Ressources humaines ram Management Management (DE-588)4037278-9 gnd |
| topic_facet | Changement organisationnel Gestion Ressources humaines Management |
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